Comparison of Approaches toward Formalising Context: Implementation Characteristics and Capacities pp201-212
Existing relevant literature regarding approaches to context formalisation is analysed in search of a characterisation that explains the links â€” suggested by knowledge theory of the firm â€” between knowledge integration capability and common knowledge types. The ontological and the syntactic‑semantic‑pragmatic continuum approaches reveal an extensive description of context, which contributes to the understanding of the knowledge integration process, and to an eventual operationalisation of common knowledge types. This theoretical development opens possibilities for the elaboration of prescriptive models that support the integration of knowledge during routine operations of the organisation.
Collaborative projects are increasingly common today and such projects require specialized knowledge of the partners to be integrated, therefore posing the challenge of inter‑organizational knowledge integration; integrating diverse knowledge bases across organizations. Studies on knowledge integration and inter‑organizational networks indicate the positive influence of social capital in the context. Since partners in a collaborative project are likely to possess this resource due to their partnership, a knowledge integration view is adopted to conduct an empirical investigation of a three‑partner collaborative project to investigate the influence of social capital. The study shows how the different aspects of social capital influence the knowledge integration behaviour of the partners for the project. Implications to research and practice are discussed.
Supporting creativity through knowledge integration during the creative processes. A management control system perspective pp258-267
Organizations require an intensive knowledge integration mechanism that supports creativity within all the phases of its process in order to analyze, understand, select, and integrate ideas into a business model. Management Control Systems, as a part of t he structural capital, can be utilized as knowledge integration mechanisms to provide: i) a dialog among internal or external actors of the creative process; ii) a knowledge repository for data and other information required in the selecting process; ii i) representation of the new ideas into a business model. Using a multi‑method case study, this article analyzes the role of knowledge integration played by Management Control Systems (MCS). Within the perspective of the Levers of Control (Simons, 199 5), MCS are recognized as the sum of belief, boundary, diagnostic and interactive systems that could be used to manage the creative process. We apply the Appreciative Inquiry model of creativity (Cooperrider, Srivastva, 1987) which recognizes four step s: Discovery, Dream, Design, and Destiny. Creativity is then classified based on the problem's characteristic using Unsworth's model (2001) which separates closed and open problems. Results show that in the early phases of the creativity process problem s are more structured and are faced using diagnostic and boundary tools. In the design phase, a dynamic tension between interactive and diagnostic systems is always preferred. The final phase (Destiny) requires diagnostic approaches in all cases. On th is foundation, the paper aims to contribute to the literature on innovation and intangible assets. It is our opinion that the results could also be used by managers and entrepreneurs involved in the creative process in order to improve a companies abilit y to face change.
Volume 8 Issue 3 / Nov 2010 pp267‑344
Keywords: action research, case study, codification and personalization knowledge management strategies, collaborative projects, components of tacit knowledge, critical knowledge factors, design re-use, engineering design, ethnographic study, evidence-based medical practice., explicit and tacit knowledge forms, explicit knowledge, fixture and tooling, knowledge assets management, knowledge based systems, knowledge capital, knowledge integration, knowledge map, nature of tacit knowledge, new product development, organizational culture, performance improvement, research centre, social capital, tacit knowledge,